Case 3 Ford’s Pinto Fires The Retrospective View of Ford’s Fiel.docx

Case 3
Ford’s Pinto Fires: The Retrospective View of Ford’s Field
Recall Coordinator
Brief Overview of the Ford Pinto Fires
Determined to compete with fuel- efficient Volkswagen and
Japanese imports, the Ford Motor Company introduced the
subcompact Pinto in the 1971 model year. Lee Iacocca, Ford’s
president at the time, insisted that the Pinto weigh no more than
2,000 pounds and cost no more than $2,000. Even with these
restrictions, the Pinto met federal safety standards, although
some people have argued that strict adherence to the restrictions
led Ford engineers to compromise safety. Some 2 million units
were sold during the 10- year life of the Pinto.
The Pinto’s major design flaw— a fuel tank prone to rupturing
with moderate speed rear- end collisions— surfaced not too
long after the Pinto’s entrance to the market. In April 1974, the
Center for Auto Safety petitioned the National Highway Traffic
Safety Administration (NHTSA) to recall Ford Pintos due to the
fuel tank design defect. The Center for Auto Safety’s petition
was based on reports from attorneys of three deaths and four
serious injuries in moderate- speed rear- end collisions
involving Pintos. The NHTSA did not act on this petition until
1977. As a result of tests performed for the NHTSA, as well as
the extraordinary amount of publicity generated by the problem,
Ford agreed, on June 9, 1978, to recall 1.5 million 1971– 1976
Ford Pintos and 30,000 1975– 1976 Mercury Bobcat sedan and
hatchback models for modifications to the fuel tank. Recall
notices were mailed to the affected Pinto and Bobcat owners in
September 1978. Repair parts were to be delivered to all dealers
by September 15, 1978.
Unfortunately, the recall was initiated too late for six people.

Between June 9 and September 15, 1978, six people died in
Pinto fires after a rear impact. Three of these people were
teenage girls killed in Indiana in August 1978 when their 1973
Pinto burst into flames after being rear- ended by a van. The
fiery deaths of the Indiana teenagers led to criminal prosecution
of the Ford Motor Company on charges of reckless homicide,
marking the first time that an American corporation
was prosecuted on criminal charges. In the trial, which
commenced on January 15, 1980, “Indiana state prosecutors
alleged that Ford knew Pinto gasoline tanks were prone to catch
fire during rear- end collisions but failed to warn the public or
fix the problem out of concern for profits.” On March 13, 1980,
a jury found Ford innocent of the charges. Production of the
Pinto was discontinued in the fall of 1980.
Enter Ford’s Field Recall Coordinator
Dennis A. Gioia, currently a professor in the Department of
Management and Organization at Pennsylvania State University,
was the field recall coordinator at Ford Motor Company as the
Pinto fuel tank defect began unfolding. Gioia’s responsibilities
included the operational coordination of all the current recall
92 Business Ethics
campaigns, tracking incoming information to identify
developing problems, and
reviewing field reports of alleged component failures that led to
accidents. Gioia left Ford in 1975. Subsequently, “reports of
Pinto fires escalated, attracting increasing media attention.” The
remainder of this case, written in Gioia’s own words in the
early 1990s, is his personal reflection on lessons learned from
his experiences involving the Pinto fuel tank problem.
Why Revisit Decisions from the Early 1970s?
I take this case very personally, even though my name seldom
comes up in its many recountings. I was one of those “faceless
bureaucrats” who is often portrayed as making decisions
without accountability and then walking away from them— even

decisions with life- and- death implications. That
characterization is, of course, far too stark and superficial. I
certainly don’t consider myself faceless, and I have always
chafed at the label of bureaucrat as applied to me, even though I
have found myself unfairly applying it to others. Furthermore, I
have been unable
to walk away from my decisions in this case. They have a
tendency to haunt— especially when they have had such public
airings as those involved in the Pinto fires debacle have had.
But why revisit 20- year- old decisions, and why take them so
personally? Here’s why: because I was in a position to do
something about a serious problem . . . and didn’t. That simple
observation gives me pause for personal reflection and also
makes me think about the many difficulties people face in
trying to be ethical decision makers in organizations. It also
helps me to keep in mind the features of modern business and
organizational life that would influence someone like me (me of
all people, who purposely set out to be an ethical decision
maker!) to overlook basic moral issues in arriving at decisions
that, when viewed retrospectively, look absurdly easy to make.
But they are not easy to make, and that is perhaps the most
important lesson of all.
The Personal Aspect
I would like to reflect on my own experience mainly to
emphasize the personal dimensions involved in ethical decision
making. Although I recognize that there are strong
organizational influences at work as well, I would like to keep
the critical lens focused for a moment on me (and you) as
individuals. I believe that there are insights and lessons from
my experience that can help you think about your own likely
involvement in issues with ethical overtones.
First, however, a little personal background. In the late 1960s

and early 1970s, I was an engineering/MBA student; I also was
an “activist,” engaged in protests of social injustice and the
social irresponsibility of business, among other things. I held
some pretty strong values, and I thought they would stand up to
virtually any challenge and enable me to “do the right thing”
when I took a career job. I suspect that most of you feel that
you also have developed a strongly held value system that will
enable you to resist organizational inducements to do something
unethical. Perhaps. Unfortunately, the challenges do not often
come in overt forms that shout the need for resistance or ethical
righteousness. They are much
2 Ethical Principles, Quick Tests, and Decision-Making
Guidelines 93
more subtle than that, and thus doubly difficult to deal with
because they do not make it easy to see that a situation you are
confronting might actually involve an ethical dilemma.
After school, I got the job of my dreams with Ford and,
predictably enough, ended up on the fast track to promotion.
That fast track enabled me to progress quickly into positions of
some notable responsibility. Within two years I became Ford’s
field recall coordinator, with first- level responsibility for
tracking field safety problems. It was the most intense,
information- overloaded job you can imagine, frequently
dealing with some of the most serious problems in the company.
Disasters were a phone call away, and action was the hallmark
of the office where I worked. We all knew we were engaged in
serious business, and we all took the job seriously. There were
no irresponsible bureaucratic ogres there, contrary to popular
portrayal.
In this context, I first encountered the neophyte Pinto fires
problem— in the form of infrequent reports of cars erupting
into horrendous fireballs in very low-speed crashes and the

shuddering personal experience of inspecting a car that had
burned, killing its trapped occupants. Over the space of a year, I
had two distinct opportunities to initiate recall activities
concerning the fuel tank problems, but on both occasions, I
voted not to recall, despite my activist history and
advocacy of business social responsibility.
The key question is how, after two short years, could I have
engaged in a decision process that appeared to violate my own
strong values— a decision process whose subsequent
manifestations continue to be cited by many observers as a
supposedly definitive study of corporate unethical behavior? I
tend to discount the obvious accusations: that my values weren’t
really strongly held; that I had turned my back on my values in
the interest of loyalty to Ford; that I was somehow
intimidated into making decisions in the best interest of the
company; that despite my principled statements, I had not
actually achieved a high stage of moral development; and so on.
Instead, I believe a more plausible explanation for my own
actions looks to the foibles of normal human information
processing.
I would argue that the complexity and intensity of the recall
coordinator’s job required that I develop cognitive strategies for
simplifying the overwhelming amount of information I had to
deal with. The best way to do that is to structure the
information into cognitive “schemas,” or more specifically
“script schemas,” that guide understanding and action when
facing common or repetitive situations. Scripts offer marvelous
cognitive shortcuts because they allow you to act
virtually unconsciously and automatically, and thus permit you
to handle complicated situations without being paralyzed by
needing to think consciously about every little thing. Such
scripts enabled me to discern the characteristic hallmarks of
problem cases likely to result in recall and to execute a
complicated series of steps required to initiate a recall.

All of us structure information all of the time; we could hardly
get through the workday without doing so. But there is a penalty
to be paid for this wonderful cognitive efficiency: we do not
give sufficient attention to important information that requires
special treatment because the general information pattern has
94 Business Ethics
surface appearances that indicate that automatic processing will
suffice. That, I think, is what happened to me. The beginning
stages of the Pinto case looked for all the world like a normal
sort of problem. Lurking beneath the cognitive veneer, however,
was a nasty set of circumstances waiting to conspire into a
dangerous situation. Despite the awful nature of the accidents,
the Pinto problem did not fi t an existing script; the accidents
were relatively rare by recall standards, and the accidents were
not initially traceable to a specific component failure.
Even when a failure mode suggesting a design flaw was
identified, the cars did not perform significantly worse in crash
tests than competitor vehicles. One might easily argue that I
should have been jolted out of my script by the unusual nature
of the accidents (very low speed, otherwise unharmed
passengers trapped in a horrific fire), but those facts did not
penetrate a script cued for other features. (It also is difficult to
convey to the lay person that bad accidents are not a
particularly unusual feature of the recall coordinator’s
information field. Accident
severity is not necessarily a recall cue; frequently repeated
patterns and identifiable causes are.)
The Corporate Milieu
In addition to the personalized scripting of information
processing, there is another important influence on the decisions
that led to the Pinto fires mess: the fact that decisions are made

by individuals working within a corporate context. It has
escaped almost no one’s notice that the decisions made by
corporate employees tend to be in the best interest of the
corporation, even by people who mean to do better. Why?
Because the socialization process and the overriding influence
of organizational culture provide a strong, if generally subtle,
context for defining appropriate ways of seeing and
understanding. Because organizational culture can be viewed as
a collection of scripts, scripted information processing relates
even to organizational- level considerations. Scripts are context
bound; they are not free- floating general cognitive structures
that apply universally. They are tailored to specific contexts.
And there are few more potent contexts than organizational
settings.
There is no question that my perspective changed after joining
Ford. In retrospect, I would be very surprised if it hadn’t. In my
former incarnation as a social activist, I had internalized values
for doing what was right— as I understood righteousness in
grand terms, but I had not internalized a script for applying my
values in a pragmatic business context. Ford and the recall
coordinator role provided a powerful context for developing
scripts— scripts that were inevitably and undeniably oriented
toward ways of making sense that were influenced by the
corporate and industry culture.
I wanted to do a good job, and I wanted to do what was right.
Those are not mutually exclusive desires, but the corporate
context affects their synthesis. I came to accept the idea that it
was not feasible to fix everything that someone might construe
as a problem. I therefore shifted to a value of wanting to do the
greatest good for the greatest number (an ethical value tempered
by the practical constraints of an economic enterprise). Doing
the greatest good for the

Guidelines95
greatest number meant working with intensity and responsibility
on those problems that would spare the most people from injury.
It also meant developing scripts that responded to typical
problems, not odd patterns like those presented by the Pinto.
Another way of noting how the organizational context so
strongly affects individuals is to recognize that one’s personal
identity becomes heavily influenced by corporate identity. As a
student, my identity centered on being a “good person” (with a
certain dose of moral righteousness associated with it). As
recall coordinator, my identity shifted to a more corporate
definition. This is an extraordinarily important point, especially
for students who have not yet held a permanent job role, and I
would like to emphasize it. Before assuming your career role,
identity derives mainly from social relationships. Upon putting
on the mantle of a profession or a responsible position, identity
begins to align with your role. And information processing
perspective follows from the identity. I remember accepting the
portrayal of the auto industry and Ford as “under attack” from
many quarters (oil crises, burgeoning government regulation,
inflation, litigious customers, etc.). As we know, groups under
assault develop into more cohesive communities that emphasize
commonalities and shared identities. I was by then an insider in
the industry and the company, sharing some of their beleaguered
perceptions that there were significant forces arrayed against us
and that the well- being of the company might be threatened.
What happened to the original perception that Ford was a
socially irresponsible
giant that needed a comeuppance? Well, it looks different from
the inside.
Over time, a responsible value for action against corporate
dominance became tempered by another reasonable value that
corporations serve social needs and are not automatically the

villains of society. I saw a need for balance among multiple
values, and as a result, my identity shifted in degrees toward a
more corporate identity.
The Torch Passes to You
So, given my experiences, what would I recommend to you, as a
budding organizational decision maker? I have some strong
opinions. First, develop your ethical base now! Too many
people do not give serious attention to assessing and
articulating their own values. People simply do not know what
they stand for because they haven’t thought about it seriously.
Even the ethical scenarios presented in classes or executive
programs are treated as interesting little games
without apparent implications for deciding how you intend to
think or act. These exercises should be used to develop a
principled, personal code that you will try to live by.
Consciously decide your values. If you don’t decide your values
now, you are easy prey for others who will gladly decide them
for you or influence you implicitly to accept theirs.
Second, recognize that everyone, including you, is an unwitting
victim of his or her cognitive structuring. Many people are
surprised and fascinated to learn that they use schemas and
scripts to understand and act in the organizational world. The
idea that we automatically process so much information so
much of
96 Business Ethics
the time intrigues us. Indeed, we would all turn into blithering
idiots if we did not structure information and expectations, but
that very structuring hides information that might be
important— information that could require you to confront your
values. We get lulled into thinking that automatic information
processing is great stuff that obviates the necessity for trying to

resolve so many frustrating decisional dilemmas.
Actually, I think too much ethical training focuses on supplying
standards for contemplating dilemmas. The far greater problem,
as I see it, is recognizing that a dilemma exists in the first
place. The insidious problem of people not being aware that
they are dealing with a situation that might have ethical
overtones is another consequence of schema usage. I would
venture that scripted routines seldom include ethical
dimensions. Is a person behaving unethically if the situation is
not even construed as having ethical implications? People are
not necessarily stupid,
ill- intentioned, or Machiavellian, but they are often unaware.
They do indeed spend much of their time cruising on automatic,
but the true hallmark of human information processing is the
ability to switch from automatic to controlled information
processing. What we really need to do is to encourage people to
recognize cues that build a “Now Think!” step into their
scripts— waving red flags at yourself, so to speak— even
though you are engaged in essentially automatic cognition and
action.
Third, because scripts are context bound and organizations are
potent contexts, be aware of how strongly, yet how subtly, your
job role and your organizational culture affect the ways you
interpret and make sense of information (and thus, affect the
ways you develop the scripts that will guide you in unguarded
moments). Organizational culture has a much greater effect on
individual cognition than you would ever suspect.
Last, be prepared to face critical responsibility at a relatively
young age, as I did. You need to know what your values are,
and you need to know how you think so that you can know how
to make a good decision. Before you can do that, you need to
articulate and affirm your values now, before you enter the fray.
I wasn’t really ready. Are you?

Questions for Discussion
1. The Ford Pinto met federal safety standards, yet it had a
design flaw that resulted in serious injuries and deaths. Is
simply meeting safety standards a sufficient product design goal
of ethical companies?
2. Gioia uses the notion of script schemas to help explain why
he voted to not initiate a recall of the Ford Pinto. In your
opinion, is this a justifiable explanation?
3. How can organizational context influence the decisions made
by organizational members?
4. If you had been in Gioia’s position, what would you have
done? Why?
5. Describe the four key decision- making lessons that Gioia
identifies for neophyte decision makers. Discuss how you
expect or intend to use these four lessons in your own career.
Guidelines97
Sources
This case was developed from material contained in the
following sources:
Ford Pinto fuel- fed fi res. (n.d.). The Center for Auto Safety.
http:// www .autosafety
.org /article .php ?scid=145 & did=522, accessed January 20,

2005.
Ford Pinto reckless hom i cide trial. HistoryChannel.com. http://
www .historychannel
.com /speeches /archive /speech 465 .html, accessed January 20,
2005.
Gioia, D. A. (May 1992). Pinto fi res and personal ethics: A
script analysis of missed
opportunities. Journal of Business Ethics, 11(5– 6), 379– 390.
DDA Provider Applicant Quality Assurance / Improvement Plan
Template
Provider Applicant Name:
____________________________________
Region Servicing: ________________________________
Quality Assurance Plan: Self-assessment plan to document,
evaluate, and monitor performance
of the agency. A working agency document used to remediate
challenges and deficiencies in
order to create systemic improvements. The plan is a system of
internal quality assurance which
focuses on the individual’s choices, preferences and
satisfaction.
Mission Statement: (Please include a statement that defines
your agency’s mission. Make sure
that it is consistent with DDA’s mission and vision
(http://dda.dhmh.maryland.gov) and focus’
on individual choice and preferences. It must also include
personal contact with the individuals.

Development Process: (State how the plan was developed.
Include input from individuals with
intellectual and developmental disabilities and advocates.
Focus on choices and preferences.
This is an opportunity to cite staff skills and expertise.)
Standing Committee: (Refer to COMAR 10.22.02.14E 1-7)
Include membership composition
and ratio; chairperson’s name and contact information; and
member names and affiliation. Be
sure to indicate the frequency of the committee meetings and all
of the functions that are
required. There is a Standing Committee training curriculum
posted on the DDA website
http://dda.dhmh.maryland.gov )
Action Plan: Refer to COMAR 10.22.02.14(4-5). Describe how
the agency will collect,
evaluate data and analyze trends. The plan should track the use
and timeframes for behavior
plans that employ medications, restrictive procedures or right
restrictions, and provide prompt
and appropriate response to health/safety risks. Proactive
strategies: Include strategies that
demonstrate preventative measures to help improve quality of
services, including health and
safety. Describe objective data sources that will be used.

http://dda.dhmh.maryland.gov/
http://dda.dhmh.maryland.gov/
Goals: Establish goals and standards that measure the quality of
services being delivered and
define how the standards are measured. Outcomes and results
should be measurable, and maybe
incorporated into future IP’s and used for systemic changes.
The agency will use this
information to implement changes based on the results of the
evaluated data.
Goals are statements about general aims or purposes of the
program that are broad, long-
range intended outcomes and concepts. Objectives are brief,
clear statements that describe
the desired outcomes. Goals express intended outcomes in
general terms and objectives are
measurable and express them in specific terms. Outcomes are
achieved results.
Performance Measures: The core standard performance
measures which apply to all DDA
Licensed providers have been incorporated within this provider
Quality Assurance Report
format. Providers should further enhance each goal assessment
area by including goals they feel
directly affect and drive their quality improvement.
Providers who have identified additional quality measures in

their Quality Assurance Plans
shall add and report on those specific measures with their
annual report. For each the
report must include the Provider’s analysis, remediation in
relation to areas of non-compliance,
and associated systems improvements.
Area to be Assessed: Individual Plans
Performance Measure 1: Proportion of IP’s containing required
information per COMAR
10.22.02.14
Goal 1.1: 100% of all individuals being supported have IP’s
containing all of the
required information.
Discovery Results
Time Period ______________
% of individuals with IP’s containing required information.
Quarter 1 Quarter 2 Quarter 3 Quarter 4 FY Aggregate
Compliance
Non-
Compliance
Total
PROVIDER’S ANALYSIS:

Remediation:
SYSTEMS IMPROVEMENTS:
Performance Measure 2: Excluding initial IP’s, the proportion
of IP’s that document progress
toward the individual’s specific goals.
Goal 1: All IP’s will document supports necessary and
progress, 100% of the time.
Goal 2:
Discovery Results
Time Period _______________
% of IP’s that document progress toward the individual’s
specific goals.
Rate (%) # in the Sample
Compliance
Non-Compliance
Total
Remediation:
Performance Measure 3: Proportion of IP’s that were reviewed
by the team within 365 days.
Goal 1: All IP’s will be reviewed within 365 days, 100% of the
time.

Goal 2:
Discovery Results
Time Period _______________
% of IP’s that were reviewed by the team within 365 days.
Compliance
Non-Compliance
Total
Remediation:
Performance Measure 4: Proportion of individuals receiving
services specified on their IP.
Goal 1: All individuals are provided the services specified on
their IP’s, 100% of the
time.
Goal 2:
Discovery Results
Time Period _______________
% of individuals receiving services specified on their IP.
Compliance

Non-Compliance
Total
Remediation:
Area to be Assessed: Qualified Providers (Training)
Performance Measure 1: Proportion of licensed providers that
offer all required direct care
staff training to their employees.
Goal 1: 100% of all direct care staff will be offered training by
their employers.
Goal 2:
Discovery Results
Time Period _______________
% of direct care staff offered training by their employer.
Compliance
Non-Compliance
Total
Remediation:

Area to be Assessed: Health & Welfare of Waiver Participants
Performance Measure 1: Number of people that receive medical
services as recommended by
their physicians.
Goal 1: All individuals supported by the agency will receive
medical services as
recommended by their physicians, 100% of the time.
Goal 2:
Discovery Results
Time Period _______________
Number of people that receive medical services as
recommended by their physicians.
Compliance
Non-Compliance
Total
Remediation:
Performance Measure 2: Individuals are free from abuse,
neglect, and exploitation.

Goal 1: All individuals supported by the agency reported they
were free from
mistreatment, 100% of the time.
Agency Consumer Satisfaction Survey
Time Period ___________________
Survey Tool Question Yes No Family - Yes
Family -
No
In the past year,
did you report
abuse or neglect?
In the past year,
did any consumers
report abuse or
neglect?
Remediation:
Performance Measure 3: Number of incident reports involving

unauthorized or inappropriate
use of restraints.
Goal 1: Baseline number of incident reports involving
unauthorized or inappropriate use
of restraints will be reduced by ___% by the following reporting
period.
Goal 2:
Discovery Results
Time Period _______________
Number of incident reports involving unauthorized or
inappropriate use of restraints.
Compliance - Authorized
Non-Compliance -
Unauthorized
Total
Remediation:
Area to be Assessed: Financial Accountability
Performance Measure 1: Number of rate based DDA licensed
providers with complete annual
independent audits.
Goal 1: Agency will conduct annual, independent audits, 100%

of the time.
Goal 2:
Annual Independent Audits
Discovery Results
Time Period _______________
Annual independent audit
completed.
Yes No
Remediation:
Satisfaction Survey: COMAR 10.22.02.14. B. (1) Please
develop an individual satisfaction
survey tool including questions focusing on individuals’ self-
determination, choices, preferences,
and overall satisfaction of services. Discuss survey procedures
and frequency in the plan. The
survey should seek feedback directly from the individuals
receiving services or families and be
used for agency wide quality improvement. The survey should

be designed to provide the
agency with useful responses, such as a rating scale of
satisfaction versus “yes” / “no.” Consider
providing an area for comment to encourage additional, helpful
information from individuals and
families. Please attach the survey form.
Goal 1: Provided with the satisfaction survey and supports
necessary to complete, all of the
individuals supported will be ___% satisfied with their services
provided.
Goal 2: Baseline individual satisfaction will improve by ___%,
by the following reporting
period.
Remediation:
Provider Applicant Name: IVORY SERVICESRegion Servicing:
CENTRAL & SOUTHERN MDon individual choice and
preferences It must also include personal contact with the
individuals: This is an opportunity to cite staff skills and
expertise: Action Plan Refer to COMAR 1022021445 Describe
how the agency will collect: undefined: Time Period:
QuarterlyQuarter 1Compliance: Quarter 2Compliance: Quarter
3Compliance: Quarter 4Compliance: FY AggregateCompliance:

Quarter 1Non Compliance: Quarter 2Non Compliance: Quarter
3Non Compliance: Quarter 4Non Compliance: FY
AggregateNon Compliance: Quarter 1Total: Quarter 2Total:
Quarter 3Total: Quarter 4Total: FY AggregateTotal: Time
Period_2: End of each month of IPs that document progress
toward the individuals specific goalsRow1: Rate Compliance:
in the SampleCompliance: Rate NonCompliance: in the
SampleNonCompliance: Rate Total: in the SampleTotal: Time
Period_3: QuarterlyRate Compliance_2: in the
SampleCompliance_2: Rate NonCompliance_2: in the
SampleNonCompliance_2: Rate Total_2: in the SampleTotal_2:
Time Period_4: Once a week of individuals receiving services
specified on their IPRow1: Rate Compliance_3: in the
Time Period_5: End of each monthRate Compliance_4: in the
Time Period_6: Every 90 daysRate Compliance_5: in the
Time Period_7: once a weekSurvey ToolRow1: YesIn the past
year did you report abuse or neglect: NoIn the past year did you
report abuse or neglect: Family YesIn the past year did you
report abuse or neglect: Family NoIn the past year did you
report abuse or neglect: Survey ToolRow2: of restraints will be
reduced by: 90Time Period_8: end of every monthRate
Compliance Authorized: in the SampleCompliance Authorized:
Rate NonCompliance Unauthorized: in the
SampleNonCompliance Unauthorized: Rate Total_6: in the
SampleTotal_6: Time Period_9: once a yearYesAnnual
independent audit completed: NoAnnual independent audit
completed: YesAnnual independent audit completed_2:
NoAnnual independent audit completed_2: YesAnnual
independent audit completed_3: NoAnnual independent audit
completed_3: satisfied with their services provided: 100by the

following reporting: 90period: Text1: Text2: Text3: Text4:
Text5: Text6: Text7: Text8: Text9: Text10: Text11: Text12:
Text13: Text14: Text15: Text16: Text17: did any consumers:
did any consumers1: did any consumers2: did any consumers3:
Text18: Text19: Text20: Text21: Text22: Text23: Text24:
Text25: Text26: Text27: Text28: Text29:

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